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Description

The aim of the project is to promote the recognition of "Latvian 4H" in the society, improve public value, ensure quality marketing, increase the share of private funding in the budget. As people''s perceptions have changed nowadays, the visual communication of the organization is  outdated and needs to be renewed.

People today perceive infographics, posters better than information in text format. In order for "Latvian 4H" to reach a wider audience with its PR activities, our brand must become more modern and interesting for our target audiences. As the audience we reach increases, the sponsors'' interest in cooperating with our association increases, as well as the number of potential future donors increases. To achieve this we:
-develop a new brand visual identity; 
-the educational community on how to use the new visual identity, how to photograph and maintain social networks and how to attract private funding;
-create new and high-quality social network materials about the organization. 

The main source of income of the association so far is project income 82%, the share of private financing to increase project planning by 10%: 
-we will organize mini-campaigns 
-attract donations from rural entrepreneurs,  development of small souvenir and attribute trade. 

As a result of the project, the image of the organization will be strengthened in the society, individuals and entrepreneurs will learn about the impact of the organization''s activities on society, non-project income in the organization will be increased, which will promote more successful achievement of the organization''s goals. 

Summary of project results

Latvijas Mazpulki, the largest children and youth organization in Latvia, faces several challenges regarding its public image, communication strategy, and fundraising capabilities:

1. Public Image and Communication Challenges:
   • Historically, the organization has relied on enthusiastic young volunteers for its publicity efforts. However, the turnover in these roles results in inconsistent visual identity and communication styles.
   • There is a growing perception among members and volunteers that the organization''s communication style is outdated and visually unappealing, which is reflected in engagement metrics on social media platforms like Instagram and Facebook.
2. Diverse Target Audience:
   • The organization''s audience includes volunteers, club leaders (adults), children and youth up to 16 years old, and parents of young members. This diversity poses a challenge in maintaining a consistent communication and visual style that resonates with all segments.
3. Resource Constraints:
   • Limited resources hinder the organization''s ability to maintain a cohesive visual identity across all projects and effectively publicize them according to each funder''s guidelines.
   • Geographic dispersion of members across Latvia makes it challenging to capture uniform photo and video content for publicity purposes, resulting in fragmented and inconsistent visual materials.
4. Fundraising and Financial Sustainability:
   • The organization has minimal experience in private fundraising, particularly in sectors such as rural development and agriculture, despite their historical and international significance. There is a strategic goal to increase non-project-related income by 10%.

1. Brand Recognition and Publicity Improvement:
   • The project aimed to enhance the visibility of "Latvijas Mazpulki" in society through revitalizing their brand and improving the quality of their publicit. A new visual identity was developed, modernizing the brand to resonate better with target audiences as well as social media content strategy templates were created on the "Canva" platform to maintain consistent and appealing visual communication.
2. Marketing Quality Assurance:
   • The project focused on ensuring high-quality marketing practices, including training sessions for members and leaders on using the new visual identity effectively. Guidelines for social media usage were established to maintain brand coherence across all organizational units, addressing the diverse geographic presence of the organization.
3. Private Funding Enhancement:
   • Efforts were made to increase the proportion of private funding in the organization''s budget. Activities such as donation campaigns and the development of merchandise sales through an online store were implemented to boost non-project income. Although the goal of increasing non-project income by 10% was not fully achieved during the project, groundwork was laid for future growth.
4. Capacity Building and Training:
   • Training sessions were conducted for youth and club leaders on effective social media and website content management. Photography workshops empowered members to create visually compelling content aligned with the new brand identity. The introduction of Jira Work Management facilitated project planning, goal-setting, and progress tracking, ensuring efficient workflow management.

Main Outcomes Achieved:

1. Social Media Growth:
   • Significant increases were observed in social media engagement metrics post-project, e.g., Facebook page visits increased by 294%, Instagram page visits increased by 131% and the number of new followers increased by 121%.These metrics reflect the successful implementation of the new visual identity and content strategy in capturing broader audience attention and engagement.
2. Quality Improvement in Publicity:
   • Feedback indicates a noticeable improvement in the quality of organization publicity. The transition to the new visual identity was well-received, with positive responses from both internal and external stakeholders. The new identity meets contemporary standards, making it more accessible and appealing to current and potential members and supporters.
3. Enhanced Monitoring and Evaluation practices:
   • The adoption of monitoring and evaluation practices, including social media monitoring through Meta Business Centre applications, ensures ongoing quality assessment and improvement in publicity efforts.
   • The introduction of standardized guidelines for regional clubs enhances consistency and quality across all levels of organizational communication.
   • Monitoring and evaluation activities continue to guide organizational strategies, ensuring sustained growth and impact.
      
4.  Long-term Financial Sustainability:
   • While the project did not fully achieve the targeted increase in non-project income, it laid the foundation for future fundraising activities. The project contributed to the gradual development of a culture of giving among former members and their families.

In conclusion, the project "Redzi?!" has significantly enhanced "Latvijas Mazpulki''s" visibility, improved publicity quality, and laid the groundwork for increased private funding. By modernizing their brand identity and implementing robust marketing strategies, the organization has positioned itself for continued growth and impact in the youth and community development sector.